CLC Strategic Management Case Analysis Part 2 (steps 9-12)

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I am only in charge of steps 9-12 and I've bolded them down below. I've attached my other group members' steps they've completed so you will know the direction in which to work. I don't think you really need the rubric since you're only doing 9-12 steps, but I've attached it anyways. There's more of the project our group will complete later but for now I only need steps 9-12 completed.

this is the book in case you need it for whatever reason: David, F. & David, F. (2017). Strategic management: Concepts and cases; a competitive advantage approach (16th ed.). Boston: Pearson.


Steps in Preparing a Comprehensive Written Analysis

In preparing a written case analysis, you should follow the steps outlined here, which correlate

to the stages in the strategic-management process and the chapters in this text. (Note—More

detailed steps, including a minute-by-minute breakdown, are given later in this Part 6.)

Step 1 Identify the firm’s existing vision, mission, objectives, and strategies.

Step 2 Develop vision and mission statements for the organization.

Step 3 Identify the organization’s external opportunities and threats.

Step 4 Construct a Competitive Profile Matrix (CPM).

Step 5 Construct an External Factor Evaluation (EFE) Matrix.

Step 6 Identify the organization’s internal strengths and weaknesses.

Step 7 Construct an Internal Factor Evaluation (IFE) Matrix.

Step 8 Prepare a Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix,

Strategic Position and Action Evaluation (SPACE) Matrix, Boston Consulting

Group (BCG) Matrix, Internal-External (IE) Matrix, Grand Strategy Matrix, and

Quantitative Strategic Planning Matrix (QSPM) as appropriate. Give advantages

and disadvantages of alternative strategies.

Step 9: Recommend specific strategies and long-term objectives. Show how much your

recommendations will cost. Clearly itemize these costs for each projected year.

Compare your recommendations to actual strategies planned by the company.

Step 10: Specify how your recommendations can be implemented and what results you

can expect. Prepare forecasted ratios and projected financial statements. Present a

timetable or agenda for action.

Step 11: Recommend specific annual objectives and policies.

Step 12: Recommend procedures for strategy review and evaluation.

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Steps in Preparing a Comprehensive Written Analysis In preparing a written case analysis, you should follow the steps outlined here, which correlate to the stages in the strategic-management process and the chapters in this text. (Note—More detailed steps, including a minute-by-minute breakdown, are given later in this Part 6.) Step 1 Identify the firm’s existing vision, mission, objectives, and strategies. Step 2 Develop vision and mission statements for the organization. Step 3 Identify the organization’s external opportunities and threats. Step 4 Construct a Competitive Profile Matrix (CPM). Step 5 Construct an External Factor Evaluation (EFE) Matrix. Step 6 Identify the organization’s internal strengths and weaknesses. Step 7 Construct an Internal Factor Evaluation (IFE) Matrix. Step 8 Prepare a Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, Strategic Position and Action Evaluation (SPACE) Matrix, Boston Consulting Group (BCG) Matrix, Internal-External (IE) Matrix, Grand Strategy Matrix, and Quantitative Strategic Planning Matrix (QSPM) as appropriate. Give advantages and disadvantages of alternative strategies. Step 9 Recommend specific strategies and long-term objectives. Show how much your recommendations will cost. Clearly itemize these costs for each projected year. Compare your recommendations to actual strategies planned by the company. Step 10 Specify how your recommendations can be implemented and what results you can expect. Prepare forecasted ratios and projected financial statements. Present a timetable or agenda for action. Step 11 Recommend specific annual objectives and policies. Step 12 Recommend procedures for strategy review and evaluation. Course Code MGT-660 Class Code MGT-660-O500 Criteria Content Percentage 100.0% Summary and Findings 70.0% Argument Logic and Construction 20.0% Mechanics of Writing (includes spelling, punctuation, grammar, language use) 5.0% Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) 5.0% Total Weightage 100% CLC: Strategic Management Case Analysis Part 2: Summary Unsatisfactory (0.00%) A summary that describes the best way to address the selected aspect of the strategic management process is not included Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. Sources are not documented. 40.0 Less than Satisfactory (74.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included but lacks any discernible overall purpose or organizing claim. Partially relevant data is used to support findings. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Satisfactory (79.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included. The summary is apparent and appropriate to purpose. Mostly relevant data is used to support findings. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Good (87.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included. The summary is descriptive and reflective of the arguments and appropriate to the purpose. Relevant data is used to support findings. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Excellent (100.00%) Comments A summary that describes the best way to address the selected aspect of the strategic management process is included. The summary purpose is clear and serves as the foundation for a plan to achieve the purpose. Relevant data is used to support findings and illustrates a deep understanding of the subject. Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative. Writer is clearly in command of standard, written, academic English. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. Points Earned Part One: Monique Ayala Step 1 Vision and Mission Statements The authors of the case study were unable to locate an existing vision and mission statement for Wynn Resorts International. With some research, a very long (multi-paragraph) statement about the culture of the resort was found. This statement, along with the actual case information will be used to formulate a vision and a mission statement for Wynn Resorts International. Objectives The objectives of the company are to offer high-end gambling and entertainment while maintaining a culture of compassion. An internal objective is to diversify the range of employees in order to create the image of an equal opportunity employer. Strategy The current strategy of Wynn Resorts International is to ensure that customers keep coming back visit after visit. This is accomplished by extensive award programs for customers and highly trained employees to keep the culture of the resort a place the customers want to visit. The firm also makes smart expansion plans in order to grow the business. The opening of the Macau resort will be followed by the opening of a resort in Boston, Massachusetts. However, the firm chose to forgo a bid in Atlanta, Georgia due to falling gambling rates. This shows thorough research before considering expansion plans. Step 2 Vision “Provide our guests with luxury service.” Mission “We are committed to providing our community and our guests with luxury service and world-class entertainment. Our diverse group of employees are trained with compassion to provide the very best in hospitality. Our high-end gambling accommodations, restaurants, and shows rival the very best in the industry to allow our guests the most luxurious options in both Nevada and Macau.” 1. Customers: Our customers seek high-end gambling options and world-class entertainment through shows, shopping, spas, dining, and more (David & David, 2017). 2. Products or services: We provide high-end hotel accommodations as well as gambling and entertainment to ensure that our customers have the time of their lives while visiting one of our properties. 3. Markets: Our Resorts can be found in Las Vegas, Nevada and abroad in Macau. 4. Technology: Our shows, spas, restaurants and gambling locations have the latest and greatest technology to serve our customers. 5. Survival, growth, and profitability: With the expansions into Macau and Massachusetts, we have a wider range of locations available to our customers as well as recent changes to the Macau infrastructure will make travelling to the resort easier. 6. Philosophy: We are a compassionate company that realizes that diversity goes beyond language (Wynn Resorts International website). 7. Self-concept: Our culture is based on compassion and can be seen through the actions of our employees. 8. Public image: We are committed to the community that surrounds us. 9. Employees: Our compassionate team of employees unite to provide the very best in hospitality and service to our customers Step 3 External Opportunities -Internet Gaming and Poker: This potential threat is actually a great opportunity for Wynn Resorts International to enter the online gambling market. Creating an app that would allow people to play Texas Hold’em or Slots online will open up the possibility of having a successful platform for 25-35-yearold customers. The biggest rivals (MGM and Caesars) have already expanded into this market. -Resort Amenities: Wynn Resorts International targets high-end clients to produce most of their revenue through gambling. The current trend is towards table games instead of slot machines; therefore, the firm should adjust its offerings accordingly. Additionally, there is a trend towards nongaming activities such as bars, clubs, and shows. The Wynn should ensure that adequate non-gaming activities are available for the younger adults seeking this kind of entertainment. As these people age, they will return to the resorts that they had the most fun. When they reach the Wynn’s target middle aged group, these people will return and play more on the tables. External Threats -Gambling Regulations: The changing regulations are a threat to every casino. Nevada allows statewide gambling and Massachusetts allows it in some areas. However, some of the largest tourist destinations in the US do not allow gambling. These regulations restrict the building of a casino. Internationally, gambling is allowed more frequently in places like Macau, Dubai, and Singapore. -International Crime: Crime syndicates are drawn to casinos to perform business. This puts a damper on the tourists and community members that frequent the casinos. -Competition: MGM, Caesars, and the lottery create the largest competition for Wynn Resorts International. The Wynn needs to stay more technologically advanced than its competitors to keep their revenues in profit. References David, F.R. & David, F.R. (2017). Strategic management: a competitive advantage approach, concepts and cases (16th ed.). Pearson Education, Inc. Wynn Resorts International. Corporate Responsibility. Retrieved on February 26, 2019 from https://wynnresortslimited.gcs-web.com/corporate-responsibility Type External Internal Wynn Resorts Weight Rating Score Segments 0.1 2 Technology 0.25 2 Customer Service 0.2 4 Credit Risk 0.2 1 Organizational Structure 0.1 2 Finances 0.15 3 1 MGM Critical Success Factors Rating 0.2 0.5 0.8 0.2 0.2 0.45 2.35 3 2 4 3 4 1 MGM Score 0.3 0.5 0.8 0.6 0.4 0.15 2.75 Lottery/Online Gambling Rating Score 4 0.4 4 1 1 0.2 1 0.2 1 0.1 3 0.45 2.35 Opportunities 1 Less overhead provides more opportunity to expand in emerging markets 2 85 percent of Americans now view gambling as an acceptable activity 3 Fierce competition outside of the US for high-end customers 4 Create an online app in which customers can gamble (Texas Hold'em or slots) 5 New $5 billion bridge linking Hong Kong to Macau 6 Ensure adequate non-gaming activities for young adults are available 7 Remain more technologically advanced 8 Ensure casino upgrades are ahead of schedule 9 Increase in Las Vegas revenues 10 Industrywide Revenue Volatility Threats 1 Gambling Regulations 2 International Crime 3 Fierce competition with more experience and segment space 4 Decrease in Macau revenues 5 Organizational structure with duplicate titles 6 In the past 40 years, many states have added casinos, increasing pressure on Las Vegas 7 Costs of maintaining and upgrading casino amenities 8 More competition 9 Smaller operation 10 Diversification Weight Rating 0.12 0.08 0.08 0.06 0.05 0.04 0.02 0.02 0.02 0.01 0.5 Weight Score 2 4 3 1 4 4 3 4 3 3 Rating 0.1 0.08 0.06 0.05 0.05 0.05 0.04 0.03 0.02 0.02 0.5 1 0.24 0.32 0.24 0.06 0.2 0.16 0.06 0.08 0.06 0.03 1.45 Score 2 2 1 1 2 1 4 3 2 2 0.2 0.16 0.06 0.05 0.1 0.05 0.16 0.09 0.04 0.04 0.95 2.4 Strengths 1 Already part of an emerging market in Macau 2 Updated amenities such as eight restaurants, shops, poker pit, and more 3 High level of customer service 4 High-end hotel accomodations 5 Recent expansion into MA increases diversification 6 More high-end customers who gamble higher amounts Weaknesses 1 Competition is in more segments with a wider reach 2 Revenues are not as high as competition 3 Two titles for management 4 Decreasing revenues in Macau 5 New smoking ban in Macau also expected to increase already decreased Macau 6 No mobile app for online gambling Click The Blue Buttons Below to Navigate Part 1 More Efficiently Strengths IE Matrix Weaknesses Opportunities Threats CPM BCG Matrix SPACE Matrix Perceptual Maps GRAND SWOT QSPM HOME Welcome to the Free Excel Student Template Version 16.1.12 Dear Student, By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable time and allow for your presentation to be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies for the next three years. You will still need to do the research and enter key internal and external information into the Template. The Template does not gather or prioritize information. It does however assimilate information you enter in a professional way and does many calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project. Instructions for Using the Template 1 P lease read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David & David textbook for conceptual guidelines for every matrix and analysis in this Template. 2 This Template is organized into three primary parts: P art I, P art II, and the respective data output pages for your respective matrices. All data entered will be entered into P art I or P art II. P art I consists of data entry in developing matrices, where P art II consists of data entry for your financial information, including ratios, financial statements, and projected financial statements. Blue buttons are provided for navigating within and to P art I, yellow buttons are for navigating within and to P art II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of P art I and P art II may not be visible for Apple users but all other features should work without any problems. 1 Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is stated far better. Always be thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. 2 Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less important to the industry than others factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant may have more in common with a moderate priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "industry" just because they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering in the weights, check to make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first; arrange your Weaknesses also with highly weighted factors listed first. 3 In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the coding scheme given below for ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. Strengths and Weaknesses 1 = "major weaknesses" 2 = "minor weaknesses" 3 = "minor strength" 4 = "major strength" 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 View IFE Matrix Strengths revenues rose 19 percent for 2017 to 265.7 billion Updated amenities such as eight restaurants, shops, poker pit, and more High level customer service return on assets 2.53 company’ s earnings rose, influenced primarily by the improvement in operating margins (EBITDA margins) from 21.48% to 25.15%. operating cash flow of 52.79% compared to the same period last year is about the same as its change in earnings this period expansion in operating (EBIT) margins from 13.94% to 16.14% has also impacted the company’ s earnings growth pretax margins contracted from 8.18% to 7.15%. Recent expansion into MA increases diversification More high-end customers who gamble higher amounts Weaknesses There is substantial duplication of titles in the firm’ s structure, including two different executives with the title president of Wynn Macau. Missing vision and mission statement for Wynn Resorts Atlantic city is the highest revenue gaming in the world and has no resort there Revenues are not as high as competition shares have dropped .17 cents Decreasing revenues in Macau Wynn relies a lot on the long-term tenure of Stephen Wynn as CEO for company survival gambling revenue in December was up 15 percent to 22.7 billion patacas, slightly lower than analysts' expectations for growth of 17-20 percent. One-time items weakened operating performance gambling on credit View IFE Matrix Total Weight (Must Equal 1.00) Weight Rating 3 4 4 3 0.06 0.05 0.08 0.06 3 0.06 4 0.05 4 0.06 0.05 0.04 0.04 3 3 4 Weight Rating 0.05 0.06 0.05 0.04 0.03 0.05 0.03 2 2 1 1 2 1 0.04 0.05 0.05 2 2 2 1 1.00 Opportunities and Threats 1 Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionable rather than vague. Keep in mind both opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor? " If the answer is yes, then it cannot be an opportunity or threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opportunity for two reasons: 1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women in China spent 20% more on athletic apparel in 2015." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. 2 Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknesses above since the same logic applies for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors. List factors according with highest weight items first. 3 Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given below for ratings in an EFE Matrix. If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. 1 = "company's response to the external factor is poor" 2 = "company's response to the external factor is average" 3 = "company's response to the external factor is above average" 4 = "company's response to the external factor is superior" View EFE Matrix 1 2 3 4 5 6 7 8 9 10 Opportunities Less overhead provides more opportunity to expand in emerging markets 85 percent of Americans now view gambling as an acceptable activity Fierce competition outside of the US for high-end customers Create an online app in which customers can gamble (Texas Hold'em or slots) New $5 billion bridge linking Hong Kong to Macau Ensure adequate non-gaming activities for young adults are available Remain more technologically advanced Ensure casino upgrades are ahead of schedule Increase in Las Vegas revenues Industrywide Revenue Volatility Weight 0.12 0.08 0.08 0.06 0.05 0.04 0.02 0.02 0.02 0.01 Rating 3 4 2 3 2 2 3 3 2 2 Threats Gambling Regulations International Crime Fierce competition with more experience and segment space Decrease in Macau revenues Organizational structure with duplicate titles In the past 40 years, many states have added casinos, increasing pressure on Las Vegas Costs of maintaining and upgrading casino amenities More competition Smaller operation Diversification Weight 1 2 3 4 5 6 7 8 9 10 Rating 4 3 3 3 2 2 2 2 2 2 View EFE Matrix 0.10 0.08 0.06 0.05 0.05 0.05 0.04 0.03 0.02 0.02 Total Weight (Must Equal 1.00) 1.00 Competitive Profile Matrix (CPM) 1 To perform the CP M, enter exactly 12 critical success factors, no more and no less. You may use some of the ones listed below if you like but try to use ones that are more pertinent to your company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and frequent flyer points as factors, rather than the canned factors below. In a CP M, factors do not need to be overly specific, but they should be divisional in nature to the extent possible. If P epsi Co. is your firm, your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "advertising." advertising for what division (business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. 2 After entering in 12 critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check the bottom of the "Enter Weight Below" column, to make sure your sum weight is equal to 1.00. It is okay for some factors to receive a low weight and a factor or two to receive a high weight of say 0.20. 3 After entering in your weights, type the name of your company and two other competitors in the corresponding boxes. 4 After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) in the "Enter Rating Below" column for each organization. DO NOT ASSIGN THE COMP ANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CP M, use the coding scheme provided below for ratings. 1 = "major weaknesses" 2 = "minor weaknesses" 3 = "minor strength" 4 = "major strength" View CPM Matrix Enter 12 Factors Below Weight You Competitor Competitor Enter Ratings Below Advertising Management Experience Customer Service Store Locations R&D Employee Dedication Financial P rofit Customer Loyalty Market Share P roduct Quality Top Management P rice Competitiveness View CPM Matrix 0.09 0.10 0.13 0.08 0.12 0.08 0.09 0.07 0.08 0.06 0.05 0.05 2 4 4 1 4 2 1 3 2 2 4 3 1 3 3 4 3 2 2 2 3 1 1 3 3 2 3 3 4 2 3 2 1 2 2 3 1.00 Boston Consulting Group (BCG) Matrix 1 This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions your 3-year plan centers around; check with your professor. _7€_Q 403 putting increased pressure on Las Vegas in addition to large international markets like Dubai, Macau, and Singapore. For example, Pennsylvania now accounts for 8 percent of total U.S. casino revenues, mostly from slot machines, and future projections predict New York and Massachusetts as significant players as casinos are set to soon open in these states. Florida has casinos, as does Mississippi and North Carolina. Macau Developments Macau overtook the Las Vegas Strip in 2006 as the world’s largest casino market. Macau gaming revenues increases were 58, 42, 13, and 19 percent from 2010 to 2013, respectively. However, in 2014, Macau revenues declined by 2 percent. The long-term outlook for Macau is positive because of the growing middle class in China, but the slowdown has some industry experts pointing to Las Vegas as a new profit driver. Nevertheless, casino revenues in Macau in 2013 were seven times that of the Las Vegas strip. Part of the slowdown in Macau during 2014 was blamed on a Chinese crackdown on corruption on the mainland, as well as pro-democracy political unrest in Hong Kong. Macau is a one-hour ferry ride from Hong Kong. Also dragging down Macau casinos are tighter visa policies for Chinese people traveling to Macau, increased oversight on UnionPay cards many gamblers use to access funds in Macau, new smoking restrictions, and China’s crackdown on corruption has prompted high-rollers to shy away from Macau. In 2014, Macau experienced over a 6 percent decline in revenue from the same time period in 2013. Macau has heavily relied on junkets to bring high-rolling customers to Macau from mainland China. The Chinese government limits the amount of money that can leave the mainland, so the junkets serve as an intermediary, arranging to take high-rollers to Macau, loan them credit, and collect on the credit once back in China. Many of the junket organizers are speculated to be associated with organized crime as well, and many casinos—such as Las Vegas Sands and Wynn Resorts—have refused to do business with several junket outfits, and require extensive background checks on others suspected of organized crime. A new $5 billion bridge linking Hong Kong to Macau will cut travel time from over an hour (and in some cases, 4 hours) to only 40 minutes, saving a 40-mile ferry ride. The bridge should be completed in 2016. Other infrastructure improvements such as rapid transit rails from highly populated areas to Macau, and upgrades to the airport to double its capacity by 2017, should bode well for casino properties in Macau, practically the Cotai Strip area of Macau, which will see a new Wynn property and MGM property open in 2016. Japan is a potential new gaming industry player in the Asia region moving forward. Ahead of the 2020 Olympics, Japan is aggressively seeking legislation to legalize gambling. Future Wynn Resorts concluded its fourth quarter of 2014 with a 32 and 5.8 percent decrease in revenues from fourth quarter 2013 in Macau and Las Vegas, respectively—blamed on a poor economy and a government crackdown on high-end gambling in China. A new smoking ban proposed in 2015 in Macau is also expected to hinder revenues if formally passed. Wynn currently has two main projects in the works: Wynn Palace in Macau with a cost totaling $4.1 billion and expected to open on Cotai in 2016, and the Wynn Project in Massachusetts. Wynn’s Massachusetts project is proceeding forward after the purchase of 33 acres of land in Everett, Massachusetts, along the Mystic River. Falling revenues and intense competition have plagued the industry over the last 3 years. Help CEO Steve Wynn develop a 3-year strategic plan to move his company forward. ISBN 1-323-42457-1 Strategic Management: Course Code MGT-660 Class Code MGT-660-O500 Criteria Content Percentage 100.0% Summary and Findings 70.0% Argument Logic and Construction 20.0% Mechanics of Writing (includes spelling, punctuation, grammar, language use) 5.0% Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) 5.0% Total Weightage 100% CLC: Strategic Management Case Analysis Part 2: Summary Unsatisfactory (0.00%) A summary that describes the best way to address the selected aspect of the strategic management process is not included Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. Sources are not documented. 40.0 Less than Satisfactory (74.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included but lacks any discernible overall purpose or organizing claim. Partially relevant data is used to support findings. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Satisfactory (79.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included. The summary is apparent and appropriate to purpose. Mostly relevant data is used to support findings. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Good (87.00%) A summary that describes the best way to address the selected aspect of the strategic management process is included. The summary is descriptive and reflective of the arguments and appropriate to the purpose. Relevant data is used to support findings. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Excellent (100.00%) Comments A summary that describes the best way to address the selec...
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